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Fast track to the futureThe 2012 IBM Tech Trends Report

IBM Center for Applied Insights


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2 Fast track to the future: The 2012 IBM Tech Trends Report

About the study

This is the third annual IBM Tech Trends report. Throughparticipation in this survey and other initiatives, the IBM

developerWorks community continues to drive the focus

of our research. This year, we teamed with the IBM

Center for Applied Insights to extend our research

beyond this community.

The 2012 Tech Trends Report is based on a survey of

more than 1,200 professionals who make technology

decisions for their organizations (22 percent IT

managers, 53 percent IT practitioners and 25 percent

business professionals). Our respondents come from

16 different industries and 13 countries, spanning bothmature and growth markets.1To better understand how

technology trends are impacting future IT professionals,

we also surveyed more than 250 academics and 450

students across these same countries.

Over the coming months, we will be sharing additional

findings via our website: ibm.com/developerworks/

techtrendsreport.We invite you to visit frequently and

share your thoughts.

Mobile technology, business analytics, cloud

computing and social business are rewriting

strategic playbooks across industries. In these

spaces, new business possibilities are emergin

faster than many organizations can act on them

with significant IT skill shortages and security

concerns threatening progress. Yet, some

companies are equipped to innovate at the fro

edges of these fast-moving technology trends

and drive strategic advantages for their organiz

tions. What can business and IT decision mak

learn from this elite group of pacesetters?

Fast forwardFor the past eight years in the IBM Global CEO Studies,

technology has been rising on the agenda of CEOs worldwi

It now outranks all other external factors even market forc

and the economy as the top driver impacting their organiz

tions over the next three to five years.2

Contributing to this transformation are four pivotal

information technologies that are rapidly reshaping how ent

prises operate:mobile technology, business analytics, cloud compu

and social business.The magnitude and speed of these shifts is

staggering. By the end of 2012, mobile devices are expected outnumber people.3Sources of analytical insight continue to

multiply, with the world generating 15 petabytes of new data

every day thats roughly eight times the information house

all the academic libraries in the United States.4
http://ibm.com/developerworks/techtrendsreporthttp://ibm.com/developerworks/techtrendsreporthttp://ibm.com/developerworks/techtrendsreporthttp://ibm.com/developerworks/techtrendsreporthttp://ibm.com/developerworks/techtrendsreport


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IBM Center for Applied Insights 3

Pundits now debate when not if the use of cloud computing

will surpass traditional on-premise IT infrastructure. And

nearly 1.5 billion people use social networks on a regular

basis, with the most recent billion joining in since 2009.5

With so many shifts occurring at once, its not surprising

that CEOs rank skills as the number-two driver impacting

their organizations.6

As part of our Tech Trends research, we continue to explorehow companies are responding to the opportunities and risks

introduced by new technologies. This year, we surveyed more

than 1,200 IT and business decision makers who are determin-

ing when, where and how their organizations adopt mobile,

analytics, cloud and social technologies.

Nearly two-thirds indicate these technologies are

strategically important to their enterprises. However, being

an ardent believer in their game-changing potential isnt

enough. Organizations face sizable adoption hurdles severe

skill shortages and pervasive security concerns. Yet, a group

of Pacesetters is out ahead, positioning their enterprises to

innovate, differentiate and better understand and serve custom-

ers by capitalizing on these four emerging technologies.

Given the current trajectory of these trends, its easy to

imagine a world where customers purchase more through

mobile devices than computers, where analytics drive the

majority of real-time decision making, where cloud becomes

the predominant IT delivery mechanism and where more ideas

emerge from social networks than from R&D labs. Pacesetters

are preparing for such realities. Are you?

Mainstream and coming waveBusiness analytics and mobile technology have become

mainstream capabilities already deployed by half of our

respondents (see Figure 1). This enthusiasm shows no

signs of waning. Over the next two years, nearly 70 percent

of organizations are increasing their investments in mobile

technology, and over half are intensifying their spending on

business analytics.

Cloud computing and social business are at earlier stages

of adoption. However, nearly two-thirds of respondents are

ratcheting up their investment in cloud, suggesting a major

uptick in deployment over the near term.

Threats to innovationAs business demand for emerging technologies rises,

enterprises are facing two substantial obstacles: IT skill

shortages and security concerns.

IT skill shortages: From bad to worseAcross the four technology areas mobile, business analytics,

cloud and social business only one in ten organizations

has all the skills it needs. These shortages are not trivial

or isolated. Within each area, roughly one-quarter report

major skill gaps, and 60 percent or more report moderate

to major shortfalls.

Figure 1: To date, business analytics and mobile are the most extensively deployed. Looking forward, mobile and cloud computingare the top targets for investment increases.

Adoption status Increase in investment over next two years

Business analytics

Mobile technology

Cloud computing

Social business

Increase 1-9%Significant deployment Limited deployment Increase 10% or more

26%

34%32%17%

32%

27% 16%11% 23%

31%14% 25%

35%

29%31%23%


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The skills situation, though already troubling, is poised to

get much worse (see Figure 2). In our parallel academic survey,

when we asked educators and students about their institutions

ability to meet the skill needs of the IT workforce, nearly half

indicated major gaps a deficit nearly twice the size of what

businesses are already experiencing. Including those with

moderate gaps, totals rise to 73 percent or more.

Growing skill gap

Only 1 in 10organizations has all the skillsit needs to be successful

Roughly 3 out of 4students and educators reporta moderateto major gap in theirability to meet the skill needsof the IT workforce

Security: Pervasive business problem, not just IT iss

Security concerns consistently rank as the most significant

barrier to adoption across mobile, cloud computing and soci

business. Even in business analytics, where data typically stay

inside an organizations firewall, securing and controlling ac

to data still places as the number-two barrier to adoption.

The core message is clear: IT security is not just a technolo

concern; its a broad business issue with far-reaching policy

process implications. Moving into mobile means organizatio

must address the increased risk of data loss and security bre

device management challenges, and complications introduc

by the growing trend toward bring-your-own-device. Analy

adoption forces decisions on data privacy, retention and acc

control for both the raw data and derived insights. Cloud

computing calls for policies on employee use of public clou

How do growth markets differ?

Compared to those in mature markets, growth-market

organizations as a group:7

Lag in mobile adoption, but have skills in place.Althoug

growth-market respondents are trailing mature-market

respondents (35 percent versus 55 percent) in adoption,

they report more readily available mobile skills. Half as

many growth-market organizations report major skill gap(15 percent versus 29 percent in mature markets).

Lead in business analytics and social business

adoption.Thirty percent report significantdeployment

of business analytics, while only 20 percent in mature

markets show comparable progress; with social busines

the split is 16 percent in growth markets versus 9 percen

in mature markets.

Are investing more in business analytics and social

business.Over the next two years, they will be investing

in mobile and cloud computing at similar rates as mature

market firms. However, 34 percent (compared to

23 percent among mature markets) are increasing their

investment by 10 percent or more in business analytics;

social business shows the same pattern: nearly twice

as many respondents in growth markets (22 percent)

as mature markets (13 percent) are planning

double-digit increases.

The skills problem is more acute in mature markets, with about

two-thirds of respondents indicating moderate to major short-

ages versus roughly half in growth markets. This could pose a

competitive threat to organizations in mature markets, given

the increasingly global marketplace. Alternatively, for mature-

market companies that can effectively tap into available skills in

other parts of the world, it could be a way to bridge gaps.

Technology is changing so rapidly not justupgrades, but dramatic changes in thediscipline itself. Keeping pace is a challenge, notonly teaching current technologies, but also

forecasting and trying to guess what is comingdown the pipeline.

Dr. Wullianallur RP Raghupathi, Professor of Information Systems,

Fordham University

Figure 2: The outlook among educators and students suggests the currentshortage of IT skills could get even worse.


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services (e.g., file-sharing services), segregation of data within

shared or hybrid cloud solutions and ensuring the right data

is in the right place subject to the right controls. And with

social business, organizations need to consider customer

privacy expectations, regulatory compliance, and employee

guidelines on confidentiality, acceptable use and protectingthe corporate brand.

In each area, organizations are struggling to protect what is

arguably their most important asset: information. As one edu-

cator put it, In terms of security, its not the computers. Its

not the network. Its the information. Its the I part of IT.

Thats where the value is, and thats where the danger is.

Paying attention to PacesettersTechnology now tops the CEO agenda for good reason.

Leaders recognize the magnitude of technological change

impacting their organizations. Likewise, the majority of ourrespondents say emerging technologies like mobile, business

analytics, cloud computing and social business are critical to

the success of their organizations.

Security and privacy are not always treatedas first-order problems. Things are deployedand made widely available without regard for

security and privacy. In a best-case scenario,security and privacy are thought of as add-ons.

Worst case, theyre ignored completely.

Dr. Eugene Spafford, Professor and Executive Director of the Center for Education

and Research in Information Assurance and Security, Purdue University

Pacesetters 20%

Followers 55%

Dabblers 25%

Organizational stance on emerging IT

Paceofadoption

Strategic influence

Well ahead

of competitors

Not

important

Critically

important

= 40 respondents

Well behind

competitors

These four trends offer opportunities to break new ground,

create new markets and invent new business models attractive

outcomes for companies under pressure to grow their top lines

The question is: Which organizations are better positioned to

create these competitive advantages? Early adopters or late

arrivers? Those focused on strategic impact or tactical

implementations?

We would argue its those companies forging ahead fasterthan others (in spite of adoption hurdles) and using mobile,

analytics, cloud and social technologies in more strategic ways.

To better understand what sets these companies apart, its

helpful to contrast approaches across three types of organiza-

tions. These groups are based on how respondents rated the

four emerging technologies importance to their businesses

and their enterprises pace of adoption relative to competitors

(see Figure 3).

Figure 3:An elite group of forward thinkers is setting the pace for strategic useof emerging technologies.


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What sets Pacesetters apart

Compared to Followers and Dabblers, Pacesetters are more

likely to exhibit three distinguishing traits that help them

capitalize on the potential of mobile, analytics, cloud and so

technologies: Theyre decidedly more market driven, analy

and experimental.

More market driven

When we looked at what prompts organizations to adopt the femerging technologies, an interesting pattern emerged. Dabbl

and Pacesetters respond very similarly on internal driverssuc

adopting mobile to increase workforce efficiency or deploying

business analytics to reduce enterprise costs.

However, as shown in Figure 4, their views on external,

market-driven motivations differ dramatically, with Paceset

often outnumbering Dabblers two to one. Pacesetters want

to more deeply understand their customers using social and

analytic means, and engage them more effectively through

mobile applications. Theyre more intent on identifying new

markets via analytics, differentiating their products and servthrough mobile technology and bringing innovation to

market faster using analytical insights, social collaboration

and cloud computing.

Pacesettersbelieve emerging technologies are critical

to their business success and are using them to enable new

operating/business models. Theyre also adopting ahead

of their competition.

Followersagree that these technologies are important and

can provide critical capabilities and differentiation, but they

generally trail Pacesetters in adopting.

Dabblersare generally behind or, at best, on par with

competitors in terms of adoption. Theyre less strategic intheir use of emerging technologies, namely citing greater

efficiency or new capabilities in selected areas.

Interestingly, we found a significantly higher proportion

of Pacesetters in growth markets (35 percent compared

to 15 percent in mature markets). Pacesetting organizations

in these rapidly growing economies are not only adopting

emerging technologies faster than their competitors, they

also place greater weight on their strategic importance.

Market-oriented drivers of adoption Dabblers

Mobile

technology

Cloud computing

Business

analytics

Social business

Respond to external customer/

partner demand

Increase customer reach

Competitive differentiation

Adapt to market faster

Increase customer

understanding

Accelerate the development of

new products/services

Identify new markets

Improve or accelerate innovation

Understand customer sentiment

30%

19%

16%

23%

22%

13%

16%

40%

30%

Pacesetters

66%

52%

43%

55%

43%

41%

41%

49%

42%

Followers

41%

36%

36%

35%

40%

28%

26%

39%

36%

Figure 4:When it comes to adoption, Pacesetters are far more likely to be motivated by the desire to differentiate, innovate and serve customers better.


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More analytical

Pacesetters are serious about building strategic advantage

from the deluge of data coming their way. Compared to

Dabblers, they are more deeply involved in data modeling

(see Figure 5). Even more important, theyre significantly

ahead in equipping their organizations to act on data discover-

ies by providing graphical dashboards and delivering insights

to front-line employees. As one leader remarked, The histori-

cal crop of analytics reporting isnt cutting it anymore. Weneed to apply mathematical models in real time and focus

on executable analytics.

Where Pacesetters are furthest ahead is social analytics,

which closely aligns with their market-driven nature. Nearly

four times as many Pacesetters as Dabblers have significant

deployments in this area.

Across the entire sample, the top barrier blocking the adoption

of analytics is having too few people with knowledge that spans

a broad range of IT and business disciplines. Yet, Pacesetters are

making headway here, too only 28 percent consider it an obsta-

cle, in contrast with 41 percent of Dabblers. Pacesetters under-

stand the need for experts in math and statistics, but they also

recognize the need to blend these skills with business knowledge

Analytics adoption and skills Dabblers

Adoption:

Significant use

Current businessanalytics skills

Skill plans for

next two years

Data modeling (prototypes,

scenarios, simulations)

Actionable insights to

frontline employees

Social analytics

Have all skills needed

Major skill gaps

Data mining

Text analytics

Social analytics

Database management

Probability, statistics,

mathematical modeling

Graphical dashboards

11%

15%

13%

7%

7%

37%

38%

31%

41%

29%

46%

Pacesetters

32%

36%

32%

27%

28%

16%

57%

60%

54%

56%

69%

Followers

20%

24%

20%

10%

9%

26%

42%

52%

51%

44%

56%

Advanced analytics dont work in silos;you have to break them down. Business,IT and mathematical data experts haveto work effectively together to producerelevant insights.

James Taylor, CEO, Decision Management Solutions

Figure 5:Pacesetters are more likely to use analytics and develop sophisticated analytical skills that equip them to handle big data.


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More experimental

Across the board, Pacesetters are adopting mobile, analytics,

cloud and social technologies faster. But where Pacesetters

outdistance their peers the most is not in broadly accepted

areas their biggest leads are in newer spaces.

For example, the majority of companies now use social

media to engage customers. However, Pacesetters are also

rapidly capitalizing on social capabilities insidetheir organ-izations, adopting enterprise social networking extensively

at nearly four times and crowd-sourcing innovation at more

than five times the rate of Dabblers. Similarly, in cloud com-

puting, both Pacesetters and Dabblers are adopting popular

approaches like private cloud and software-as-a-service at

high rates. Yet, Pacesetters are six to seven times more likely

to have significant deployments of newer cloud concepts,

like hybrid cloud and community cloud.8

Significant activity at leading edgeof emerging technology area Dabblers

Mobile technology

Cloud computing

Social business

Mobile application store

for employees

Hybrid cloud

Community cloud

Enterprise social networking

Social technologies for

innovation management

(e.g., crowd-sourcing)

Location-based technologies

Tools for creating communities

3%

3%

2%

9%

6%

6%

6%

Pacesetters

24%

19%

15%

32%

31%

27%

27%

Followers

9%

9%

6%

18%

11%

10%

21%

Predominant approachto skills development Dabblers

Experiments frequently,

developing IT skills before

business need emerges

Proactively develops IT skills

to meet anticipated future

business needs

5%

23%

Followers

41%

16%

Pacesetters

45%

46%

So, how are Pacesetters staying this far ahead? Do they get

some sort of head start? As it turns out, they do. Rather tha

wait until theres business demand for new IT skills, Paceset

start building skills ahead of time just in case (see Figure 6

Pacesetters are nine times more likely to experiment with

technologies that dont yet have a clear business application

and twice as likely to proactively develop skills to meet

anticipated needs.

Being experimental, though, does not suggest Pacesetters a

careless especially with security and privacy. Across all fou

technology areas, Pacesetters are more likely than Dabblers

to have adequate security policies in place. And more than

40 percent of Pacesetters are working to significantly impro

security in their existing mobile applications, compared to

only 10 percent of Dabblers.

Figure 6:Pacesetters are much more experimental and proactive in developing skills and are forging into newer technology spaces more rapidly than peers.


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Out ahead:

Driving top-line results through analytical insight

With boutiques in airports and high-end shopping districts

across nearly 90 countries, LOCCITANE en Provence is an

international retailer of body, face and home products. To

capture the attention of its customers without overwhelming

their email in-boxes, the retailer set out to deliver highly

personalized messages using the power of analytics.9

Through a cloud-delivered analytics solution, LOCCITANE

captures and analyzes customer behavioral data, compiles

it with customer-submitted profile data and continually

optimizes segmentation information. This allows the com-

pany to email promotional offers to target segments that

have specific product affinities. Equally important, the solu-

tion produces segmentation results quickly, allowing the

retailer to rapidly test new offers and respond to changing

market conditions.

Delivering more relevant offers has radically improved

campaign results, helping LOCCITANE boost online revenue

by nearly 2,500 percent and conversion to sale by almost

1,700 percent. With guesswork now replaced by fact-based

insights, the company is better equipped to offer customers

what they really want.

Business analytics Equipping to harness

big data while Dabblers remain sidelined

Pacesetters top analytics skill target is

operational or financial risk management and analysis with

nearly twice as many Pacesetters as Dabblers focused here.

But most striking are the polar-opposite views on skills to mine

big data. For example, among Pacesetters, 28 percent have

already developed expertise in probability, statistics and math-

ematical modeling and another 60 percent are eagerlydeveloping those capabilities. Meanwhile, 41 percent of

Dabblers say they anticipate no needfor these skills.

Cloud Approaching cloud more

strategically than Dabblers

More than 70 percent are developing skills

in cloud security, cloud administration and enterprise cloud

architecture. Dabblers have similar plans for security and

administration, but trail on architecture. This distinction

suggests Pacesetters are approaching cloud computing more

strategically, determining how to best use the technologyscapabilities and integrate it into legacy systems. Meanwhile,

Dabblers may be reacting tactically to mounting pressure to

implement something via cloud.

Social business Combining expertise

across technologies unlike Dabblers

Nearly one-quarter of Pacesetters have already

built the expertise needed to extend social business solutions to

mobile and to perform social analyticsand another 69 percent

are continuing to develop those skills. These ambitions show

Pacesetters intent to combine technologies mobile and

social, social and analytics to drive even greater business

value for their organizations. In stark contrast, more than one-

third of Dabblers say they dont need any social on mobile

or social analytics skills, suggesting they might not yet

recognize the synergies among these technologies.

Where Pacesetters are headed next

Similar to the overall sample, more than 75 percent of

Pacesetters are increasing investments in mobile and cloud

computing over the next two years. Unlike most Dabblers,

however, theyre betting heavily on business analytics and

social business; two to three times as many Pacesetters are

raising those investments by 10 percent or more.

Pacesetters top skills development objectives over the next

two years in each area include:

Mobile Advancing mobile application

skills faster than Dabblers

Seventy percent of Pacesetters are building

capabilities in mobile integration, mobile security and privacy,

and mobile application architecture, design and development.

Dabblers have a similar focus on the first two, but lag

considerably on skills to develop new mobile apps.


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Actions for business and IT leaders Actions for IT practitioners

The IT skills gap is large and expanding.Pacesetters are ramping up their skills and blending expertise to deliver stronger solutions.

Think deep and wide when building skills

Encourage skill development across a range

of disciplines, not just specialization within silos.

Design diverse teams and use social tools

to assemble the right expertise at the right time.

Extend skills mission beyond IT. Help business leaders

become smarter consumers of analytics and raise IT

security awareness enterprise-wide.

Concentrate on integrating expertise

Deepen specialized skills while broadening

knowledge across new areas.

Combine areas of expertise to deliver more value.

For example, apply security and privacy expertise

across platforms.

Strengthen business acumen. High-impact solutions

require knowledge of the business and marketplace,

not just IT.

Use social tools to solicit and supply needed expertise.

Pacesetters are far more experimental and use social approaches to develop innovations.

Sponsor sandboxes Give IT staff the leeway to play with new technologies.

Provide infrastructure to host experimental systems;

consider cloud computing to experiment at lower

risk and cost.

Fuel innovation by crowd-sourcing ideas

from your own staff.

Seek out experiential learning Take advantage of opportunities to try new

technologies. For example, check out downloads

on IBM developerWorks.

Experiment in the open. Make experimental systems

available internally, allowing quick iterative refinement.

Security is a major adoption barrier and requires focus beyond IT.Pacesetters are establishing security and privacy policies ahead of their peers.

Treat security as a business imperative Prioritize investments in security technology

and skills development.

Develop strong security and privacy policies

to protect information assets.

Collaborate with other organizations and

academia on solutions.

Make security a personal priority Become an expert on security and privacy within your

area of expertise.

Better understand the global business context. Privacy

laws and cultural expectations vary by country.

Lead the charge to design security in from the start, no

as an afterthought.

Figure 7.Becoming a pacesetting organization requires committed action by both leaders and practitioners.
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Positioning for competitive advantageThese days, the rapid pace of IT change is a frequent topic of

boardroom conversation. The 2012 Tech Trends Report pro-

vides a unique glimpse into the organizations that are actually

setting that pace, highlighting approaches worth emulating.

CEOs are clear about the external factors impacting their

organizations most: technology and skills.10To effectively

address these interconnected imperatives, business and IT exec-utives need new approaches for bridging skill gaps and helping

their organizations capitalize on the strategic potential of emerg-

ing technologies. Figure 7 outlines actions that can help you as a

leader move your organization into pacesetting position.

Shifting the organization into high gear will require the sup-

port of IT professionals as well. In a business environment

where nine out of ten enterprises need more skills in mobile,

analytics, cloud and social technologies, practitioners with this

expertise will continue to be in high demand. If you want to be

at the forefront of these trends advancing your career, consider

the actions in Figure 7 to hone Pacesetter attributes on a more

personal level.

About the authorsJeffrey Lois a strategy and offerings manager with IBM

developerWorks. He specializes in enterprise social media and

community building. Jeff can be reached [email protected].

Christopher Wyblefocuses on programs designed to strengthen

skills among IT professionals, educators and students through

IBM developerWorks and the IBM Academic Initiative.

Chris can be reached at [email protected].

Susanne Hupferis a consultant at the IBM Center for

Applied Insights, conducting fact-based research on emerging

technology and business topics. Susanne can be contacted at

[email protected].

Contributors

Daniel Hauenstein

Laura Fonda

Jill Wynn

Angie Casey

About IBM developerWorksibm.com/developerworks

IBM developerWorks is an industry-leading, award-winning

technical resource and professional network for the

developer community. Four million IT professionals, faculty

and students across 195 countries use developerWorks

each month to learn about advances in IT and open

standards, develop skills, solve problems and work

collaboratively with experts and peers. For further

information about the 2012 Tech Trends study, visit:

ibm.com/developerworks/techtrendsreport

About the IBM Center

for Applied Insightsibm.com/smarter/cai/value

The IBM Center for Applied Insights introduces new waysof thinking, working and leading. Through evidence-based

research, the Center arms leaders with pragmatic

guidance and the case for change.
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Notes and sources1The growth markets studied include the BRIC countries and South Africa,the country with the largest gross domestic product (GDP) on the Africancontinent. Mature-market countries studied include the United States,Japan, Germany, France, United Kingdom, Italy, Canada and Spain. Tosmooth any geographic distortion, responses were weighted based on 2011GDP data from The World Bank:http://data.worldbank.org/indicator/NY.GDP.MKTP.CD/countries

2Leading Through Connections: Insights from the Global ChiefExecutive Officer Study. IBM Institute for Business Value. May 2012.http://www.ibm.com/ceostudy. This research is based on in-depthinterviews of more than 1,700 CEOs from around the world.

3

Cisco Visual Networking Index: Global Mobile Data Traffic ForecastUpdate, 20112016. Cisco. February 14, 2012. http://www.cisco.com/en/US/solutions/collateral/ns341/ns525/ns537/ns705/ns827/white_paper_c11-520862.html

4Barrera, Clod and Wojtowecz. Cloud Leads Five Storage Trends for2011. CIO. January 27, 2011; Data Powers of Ten. Cal TechConcurrent Supercomputing Facility. 1999.

5Israel, Shel. Age of Context: Social Media Becomes a Mature Platform.Forbes Tech.August 29, 2012. http://www.forbes.com/sites/shelisrael/2012/08/29/age-of-context-social-media-becomes-a-mature-platform/

6Leading Through Connections: Insights from the Global ChiefExecutive Officer Study. IBM Institute for Business Value. May 2012.http://www.ibm.com/ceostudy

7The growth markets studied include the BRIC countries and South Africa,the country with the largest GDP on the African continent. Mature-market countries studied include the United States, Japan, Germany,France, United Kingdom, Italy, Canada and Spain.

8Hybrid cloud is a combination of two or more cloud infrastructures(private, community or public) that remain unique entities but are boundtogether by technology that enables data and application portability.Community cloud is used by a specific community of consumers fromorganizations with shared concerns (e.g., mission, security requirements,policy, etc.).

9LOCCITANE en Provence. IBM. http://www-01.ibm.com/software/success/cssdb.nsf/CS/KJON-8PYVWT?OpenDocument&Site=default&cty=en_us

10Leading Through Connections: Insights from the Global ChiefExecutive Officer Study. IBM Institute for Business Value. May 2012.http://www.ibm.com/ceostudy

Copyright IBM Corporation 2012

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Produced in the United States of AmericaDecember 2012

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Fast-track-to-the-future.pdf